宗博季刊第86期

4 館長的話 AWord From the Director 館長 的話 ◎江韶瑩 從提升到卓越 帶 著以研究企業成功之道而聲名卓著的柯林 斯（ Jim Collins ）經典之作《從 A 到 A+ 》 （ Good to Great ）到任，心領神會如何經過改 變（ change ）、迎向挑戰（ challenge ）、掌握變 革契機（ chance ）的過程能使本館持續累積核 心價值、一本初衷而更為卓越。博物館是一座 綜合蒐集典藏、展示、劇場演示、研究、教育 推廣、溝通、提供休閒與知識、數位資訊的有 機又複雜的實體，本館並非聖殿、宣教的場 域，愛與和平不僅是一個理念，它應該轉化成 博物館長期發展、細緻有質感的政策，博物館 領導者必須謙沖低調、堅持專業、簡單行政、 運用科技與傳統元素、執著投入。 經過三個月的觀察及未來文化環境發展評 估，確定博物館實務營運管理的概念，即以兩 年的時間研究籌備醞釀辦理一年四檔的特展為 核心，帶動教育推廣、生命教育、典藏、數位 資訊的發展，並考慮其生命週期循環，訂下十 年長程規劃，分兩階段實施，冀圖於創館十周 年後能進入第二階段。在治理方面，啟動展示 主題的社區化、在地化及國際化，組織運作採 人性化的治理，透過內部會議的分享、訴苦、 討論、競合、辯證、溝通，群策群力的合作、 分層負責充分授權，鼓勵志工團自治、以計畫 養計畫、爭取減稅、增加政府補助的機制、成 立生命教育中心、推動敦親睦鄰專案、舉辦跨 宗教與族群文化尊重、社區住民文化認同、館 際合作交流、拓展文化產業與觀光資源等等， 以維護、建立本館的專業形象與口碑。 卸任在即，期許全體館員專業學術技能的 提升、增加典藏、設備汰舊換新、建立專業的 公信力厚植募款資源，挹注世界宗教博物館的 明日更為卓越。 Striving for Excellence I n his book Good to Great the noted American business consultant Jim Collins discusses how to face change, meet challenges, and make the most of chance. These ideas can also be utilized by the MWR as it continues to develop, while staying true to its core values. In addition to maintaining and displaying its collection, the MWR also hosts performances, conducts research and education, and provides information and even recreation opportunities. The MWR doesn't serve as a place of worship; what it does do is to take the ideal of love and peace and place it at the heart of its long-term development plan. The style of the Museum's leadership is to remain low-key and in the background while ensuring that operations remain streamlined and highly professional, as well as helping to find just the right mix of traditional and modern elements. Our recently completed three-month assessment of the future cultural environment confirms the soundness of this management strategy. Further, we've also recently completed two years of research and preparation for holding four special exhibitions over the next year. All of this can be seen as an expression of our continuing commitment to promoting life education and the appropriate application of modern technology. Now that the MWR is in its second decade, we are putting increasing emphasis on thinking globally while acting locally; applying humanistic approaches to management; and using staff meetings to share ideas, air grievances, do some brainstorming, and distribute more authority to volunteer groups. Some of the main topics on the agenda have been reducing taxes; increasing government support; establishing a life education center; promoting respect between people of different religions, cultures, and ethnicities; local cultural awareness; joint exhibitions; and developing cultural resources. Now tha t my t ime t o s t ep down i s approaching, I want to encourage everybody at the MWR to continue striving to upgrade your professional skills, improve the collection and facilities, and establish a specialized fundraising system. Doing so will ensure that MWR will enjoy a bright future.